Enhancing Leadership Skills              for Increased Agility                          A Webinar                         ...
The Four Fundamentals                                    How Much?                                    Rates             X ...
Sales & Operations Planning                            ?????                       Executive S&OP                         ...
Your Company’s Progress             with S&OP in 2012?   • A Lot   • A Little   • None At All   • We Lost GroundEXECUTIVE ...
A Challenge for 2013   • The 21st Century Supply Chain: FRAGILE   • The Mission for 2013: Convert FRAGILE to              ...
Principles of Executive S&OP                by Tom Wallace and Bob Stahl   • Ten Principles of Executive S&OP      – How G...
Focus on the 10 Principles   The Executive S&OP planning cycle is monthly,   with provisions for mid-period revisions when...
The “Mini-S&OP Cycle”   • Supply Crash   • Demand Spike   • Demand Crash   • Supply SpikeEXECUTIVE S&OP by   Tom Wallace  ...
The Mini-S&OP Cycle•   Focus on affected parts of the business•   Solve the problem at the earliest step possible:        ...
Focus on the 10 Principles   The volume plans authorized in Executive S&OP   direct the plans and schedules for   mix.   T...
One Set of Numbers - Internally   Q - What’s wrong with multiple sets of #s?   A – Multiple sets of #s are “anti-agile”EXE...
Focus on the 10 Principles   Executive S&OP is cross-functional and   collaborative.   It involves, at a minimum, Sales/Ma...
Energy AlignmentS&OP: Weak or Non-Existent               AccomplishmentEXECUTIVE S&OP by   Tom Wallace   WWW.TFWALLACE.COM
Become An S&OP Expert   • Read The Literature   • Go To S&OP Conferences   • Speak At S&OP Conferences   • Get Certified i...
From 5,000 Feet  Sales/Marketing                             Finance(Units/$$$ by Family)                         (Dollars...
Energy AlignmentS&OP: Weak or Non-Existent         S&OP: Operating Well               Accomplishment     AccomplishmentEXE...
Executive S&OP and Risk• Supply Chain disruptions: (supply crash,  demand spike, demand crash, supply spike)              ...
Executive S&OP’s Role in                 Anticipation       • Initially set hedges:           - safety stock           - s...
Executive S&OP’s Role in                   Recovery   • Minor Disruption: probably no role   • Moderate to Major Disruptio...
Recap        Doing the things that we covered here will        help you convert your supply chain from:                   ...
Time To Get Started?        Here’s what we’ve covered here:              - the Ten Principles              - the Effective...
S&OP Certification• Gain increased knowledge of S&OP via the  study materials• Validate that knowledge by passing the exam...
Thanks for Listening!           Go to www.sopinstitute for info about           S&OP Certification           Go to www.tfw...
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Taking Stock: Are Your S&OP Leadership Skills Agile Enough?

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Steelwedge Agility Webinar Series

Featuring Tom Wallace, S&OP Author and Educator, and Nari Viswanathan, Steelwedge

Good news/bad news in Sales & Operations this year: S&OP has become a top priority for most manufacturing companies; however, too many businesses are still floundering on how to make S&OP work. While collaboration is at the heart of effective S&OP, creating more meetings is not the solution. Nor is a rigid pursuit of “the perfect forecast,” or an attempt to ensure control over the supply chain. Today, the best business plans are the most agile ones, able to adapt to the marketplace. Therefore, the best S&OP leaders also need to be more agile in how they approach their company’s consensus planning.

So, as you take stock of your business planning priorities for 2013, it’s a good time to also ensure your leadership skills are updated, strong and flexible enough to drive growth in whatever environment the New Year serves up.

In this one hour interactive webinar, acclaimed industry counselor, Tom Wallace, will share his perspective on a checklist of skills the most successful S&OP leaders will need in 2013 to get and keep better agility in their businesses, including:

• Align the company’s people so that they moving together and in the right direction
• Look out into the future for 6 to 12 to 18 months with confidence
• Remember that S&OP is not just about solving problems; it’s also about identifying opportunities

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  • SURVEY!!!
  • REQUIRES – HANDS-ON – LEADER
  • Procter story
  • STEELWEDGE IS A SUPPORTING SPONSOR
  • Taking Stock: Are Your S&OP Leadership Skills Agile Enough?

    1. 1. Enhancing Leadership Skills for Increased Agility A Webinar by Tom Wallace sponsored by Steelwedge Software November 2012EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    2. 2. The Four Fundamentals How Much? Rates X Sales & The Big Picture Operations Volume Product Families Planning Strategy/Policy/Risk Monthly/18 months+ Top Management Demand Supply Which Ones? Timing/Sequence The Details Products, SKUs, Orders Mix Tactics/Execution Wkly/Daily, 2 days – 6 mos Middle ManagementEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    3. 3. Sales & Operations Planning ????? Executive S&OP Volume Demand Planning/ Demand Supply Supply (Capacity) Forecasting Planning Mix Master Scheduling Supplier and Plant Scheduling Distribution SchedulingEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    4. 4. Your Company’s Progress with S&OP in 2012? • A Lot • A Little • None At All • We Lost GroundEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    5. 5. A Challenge for 2013 • The 21st Century Supply Chain: FRAGILE • The Mission for 2013: Convert FRAGILE to AGILE • Some thoughts on how S&OP can helpEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    6. 6. Principles of Executive S&OP by Tom Wallace and Bob Stahl • Ten Principles of Executive S&OP – How Get? Go to the web site shown below – Cost? Zero, Zilch, Nada • Foundation for the Effectiveness Checklist – 33 questions on how you’re doing with S&OP – How Get? Same as above – Cost? Same as aboveEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    7. 7. Focus on the 10 Principles The Executive S&OP planning cycle is monthly, with provisions for mid-period revisions when major changes occur.EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    8. 8. The “Mini-S&OP Cycle” • Supply Crash • Demand Spike • Demand Crash • Supply SpikeEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    9. 9. The Mini-S&OP Cycle• Focus on affected parts of the business• Solve the problem at the earliest step possible: Step 5 Exec Meeting Step 4 Pre- Meeting Step 3 Supply Planning Step 2 Demand Planning• Use the same people, report formats, and processes as in the regular monthly cycleEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    10. 10. Focus on the 10 Principles The volume plans authorized in Executive S&OP direct the plans and schedules for mix. Therefore, tight alignment between volume plans and mix plans is essential . . .EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    11. 11. One Set of Numbers - Internally Q - What’s wrong with multiple sets of #s? A – Multiple sets of #s are “anti-agile”EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    12. 12. Focus on the 10 Principles Executive S&OP is cross-functional and collaborative. It involves, at a minimum, Sales/Marketing, Operations/Supply Chain, Product Development, Finance, and Executive Management.EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    13. 13. Energy AlignmentS&OP: Weak or Non-Existent AccomplishmentEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    14. 14. Become An S&OP Expert • Read The Literature • Go To S&OP Conferences • Speak At S&OP Conferences • Get Certified in S&OP • Teach S&OP to Others in the CompanyEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    15. 15. From 5,000 Feet Sales/Marketing Finance(Units/$$$ by Family) (Dollars) GENERAL MANAGER CENTRIPETAL (President, COO, CEO, MD) SHARED VIEW TEAMWORK Operations Product Development (Units/Hours/Material) (New Product Issues)EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    16. 16. Energy AlignmentS&OP: Weak or Non-Existent S&OP: Operating Well Accomplishment AccomplishmentEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    17. 17. Executive S&OP and Risk• Supply Chain disruptions: (supply crash, demand spike, demand crash, supply spike) • Potential • Actual Executive S&OP can help with: • Anticipating potential disruptions • Recovering from actual disruptions EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    18. 18. Executive S&OP’s Role in Anticipation • Initially set hedges: - safety stock - safety time - location - consignment - finished products - components/raw materials • Review and revise hedges during the Executive S&OP cycle • Permanent agenda item – Pre-Meeting and Exec MeetingEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    19. 19. Executive S&OP’s Role in Recovery • Minor Disruption: probably no role • Moderate to Major Disruption: The “Mini-S&OP Cycle”EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    20. 20. Recap Doing the things that we covered here will help you convert your supply chain from: WHAT? TO WHAT?EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    21. 21. Time To Get Started? Here’s what we’ve covered here: - the Ten Principles - the Effectiveness Checklist - one set of numbers - internally - develop a core of S&OP experts - use S&OP to avoid and mitigate risk Doing these things will help you convert: FRAGILE TO AGILEEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    22. 22. S&OP Certification• Gain increased knowledge of S&OP via the study materials• Validate that knowledge by passing the exam• Be designated “CS&OP”• Exams are available around the world, at your location and your convenience• More info: www.Sopinstitute.ComEXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
    23. 23. Thanks for Listening! Go to www.sopinstitute for info about S&OP Certification Go to www.tfwallace.com for: • S&OP 101 (free) • Implementation Information (free) • The S&OP Forum  Periodic newsletters (free)  White papers (free)  S&OP Effectiveness Checklist (free) • Books and videos ($$$) E-mail: tom@tfwallace.com To talk: 513-281-0500EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM

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